Editorial Board   Guest Author

Mr. Greenleaf

John Greenleaf

Global Head, Hilton Garden Inn

John Greenleaf proudly serves as global head of Hilton Garden Inn. In his role, Mr. Greenleaf is responsible for the strategic direction and vision of an award-winning brand that features more than 750 locations in 37 countries.

Since joining Hilton in 2011, Mr. Greenleaf has held several strategic brand management positions that leverage his strong expertise in developing, operating, marketing and growing hospitality brands. Most recently, Mr. Greenleaf served as global head of DoubleTree. He was responsible for overseeing the global Full Service Sales group and global Brand Program Management, Openings & Analytics team for Hilton Full Service Brands, which includes DoubleTree; Hilton Hotels & Resorts; and Curio by Hilton - A Collection of Unique Hotels.

Previous positions have included vice president of global brand performance support for the flagship Hilton Hotels & Resorts where he was responsible for leadership and direction of brand support operations for the brand's hotels around the world. Mr. Greenleaf began his career as vice president of global brand marketing for DoubleTree by Hilton where he oversaw a global brand repositioning in 2011, plus global advertising, visual identity, public relations, social media, online marketing, brand partnerships, and promotions and hotel marketing communications support.

Mr. Greenleaf earned a Master of Business Administration from The Amos Tuck School of Business at Dartmouth College and a bachelor's degree in economics from Dickinson College, graduating magna cum laude. He also studied at the University of St. Andrews in St. Andrews, Scotland.

Originally from Pennsylvania, Mr. Greenleaf enjoys classic cars, golf and spending quality time with his wife, Anne, and their two children.


Please visit http://www.hilton.com for more information.

Mr. Greenleaf can be contacted at 783-883-1000 or john.greenleaf@hilton.com

Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.